For many, reconfiguring a company to become a Customer Experience leader can be a two-, three- or four-year journey. They think the reason it takes so long is that, quite often, you need to work across functions, geographies, and customer segments. Fortunately, it may not take that long. You need to start with a place where you can show the impact quickly before you can scale. However, once you're successful, you'll have a competitive differentiator that others will find hard to match. There's no time to waste!

Identify and understand the customer journey.

It means paying attention to the complete and comprehensive experience that customers have with a company from their perspective. Too many companies focus on one-on-one interaction touchpoints dedicated to billing, delivery, service calls, and the like. In contrast, a customer journey encompasses a progression of touchpoints and has a clearly defined beginning and end.

The advantage of focusing on travel is twofold.

First, even if employees perform well in individual touchpoint interactions, the overall experience can disappoint. Customer journeys are significantly more correlated with business outcomes than touchpoints.

• Customers experience businesses through end-to-end experiences, not touchpoints.
• Individual touchpoints can work well even if the overall experience is poor.

Quantify what matters to your customers.

Customers demand high standards of product quality, service performance, and price from companies. How can companies determine which of these factors are most critical to the customer segments they serve? Which generates the greatest economic value? In most companies, there are a handful of critical customer journeys. Understanding them, for each of the customer segments, helps a company maintain focus, have a positive impact on customer satisfaction, and start the process of redesigning features based on customer needs. Analytical tools and information from operations and finances, but also from social networks, websites, etc. can help organizations analyze the factors that drive what customers say satisfies them and also the actual customer behavior that creates economic value. Sometimes, after analysis; We discovered that the initial assumptions were wrong.

Define a clear aspiration for customer experience and a common purpose.

For some organizations, a distinctive customer experience depends on a collective sense of conviction and purpose to meet true customer needs. This purpose should be made clear to all employees through a simple and clear mission statement: A shared vision and aspiration that is authentic and consistent with a company's brand value proposition.

The most recognizable example of this shared vision might be the Walt Disney Company's Common Purpose: "We create happiness by providing the best entertainment for people of all ages, everywhere." The statement of purpose should be translated into a set of simple principles or rules to guide behavior to the front line. Customer journeys or journeys are the framework that allows a company to organize and mobilize employees to deliver value to customers consistently, in line with its purpose. Building the journey can help align employees around customer needs, despite functional boundaries.

As we can all see, it also depends on people. We need our people to commit to working together to create unprecedented customer experiences.

What step are you in?

Are your people engaged and engaged?

Are leaders fully on board and leading by example?

WE ARE HERE TO HELP!

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Dogma C3X is an Intelligent Business Consulting Platform inspired by the 3Cs industry model, which offers a strategic look at the pillars that every company needs for success: Customers – Company – Competitors. "Intelligent" because by using artificial intelligence (AI) and machine learning (ML) it can collect, process, and analyze the growing tsunami of data (structured and unstructured) related to the 3Cs, which is incredibly valuable. Only by strengthening, positioning, and integrating these three pillars (Customers - Company - Competitors) you will be able to build a sustainable competitive advantage.